ABSTRACT
The chapter describes immersion of working on a new start Talent Management project in the Middle East. It will be a realistic account of the technical highs and lows relating to the Talent Management interventions in this 'foreign' context. It also describe and share aspects of emotional journey as an Occupational Psychology internal consultant operating as a 'stranger in a strange land'. It considers expertise, emotional resilience, determination, and high-quality leadership support. Finally, this Talent Management strategy was also demanding on the managers and leaders. They were more comfortable getting HR to deal with all staffing issues. Development was typically seen as a training course. They were also used to hiring in consultants to make recommendations about how they could improve their business processes. It is also true that the emotional needs and well-being of the consultant also need to be recognised and nurtured in a foreign culture like the Middle East to maintain motivation and to mitigate against burnout.
